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In the#world of work assessment, it is very important, every organization will develop the best strategy to be able to compete. Especially in improving employee performance. The background to good employee performance is the ability to adapt, having skills that are relevant to the job, and the willingness to continue learning and developing. Thus, companies can achieve brand goals more effectively and efficiently. Similar to other companies, PT. Hilfic also carries out performance assessments of its employees. In this research, employee performance assessment uses a strategy based on Key Performance Indicators (KPI). The aim of this research is to identify factors that influence employee performance, such as motivation, competence, work environment, etc. The method used uses qualitative methods. The research results show that there is a positive and significant influence on employee performance, especially on quality and quantity after the company implemented Key Performance Indicators (KPI) as an assessment of its performance.

Employee engagement is a crucial factor in improving individual performance and organizational success. Companies with a high level of employee engagement tend to create a positive, productive, and sustainable work environment. This study aims to analyze the impact of work environment, leadership style, and self-efficacy on employee engagement at PT Wisata Titiannusantara Pelangi (Al Malik Travel) West Jakarta. This research uses a quantitative approach with a survey method. The sampling technique used is non-probability sampling with a saturated sample method, involving 40 respondents out of the total population of 41 permanent employees. The research instrument is a Likert scale questionnaire, supported by observations and literature study. The data were analyzed using SPSS version 30 and Microsoft Excel 2006 with multiple linear regression analysis techniques. The results indicate that work environment and leadership style have no significant effect on employee engagement, while self-efficacy has a positive and significant impact on employee engagement. The coefficient of determination (R²) value of 0.876 shows that the variables of work environment, leadership style, and self-efficacy explain 87.6% of employee engagement, while the remaining is influenced by other factors outside this study. These findings emphasize the importance of enhancing employee self-efficacy as the main factor in strengthening engagement, and provide practical implications for companies to develop more effective, sustainable human resource management strategies, focusing on improving employee self-confidence and competence.

This study discusses the influence of competence and work motivation on employee performance at PT Indospec Asia. The purpose of this study is to determine the extent to which competence and work motivation influence employee performance at PT Indospec Asia. The type of research used is quantitative research. Data were collected through distributing questionnaires to 113 respondents, namely employees of PT Indospec Asia. The data analysis technique used is multiple linear regression with the help of SPSS 25 software. The tests carried out were t-test (partial), F-test (simultaneous), and coefficient of determination (R2). The results of the analysis show that competence partially has a significant influence on employee performance as evidenced by the t count of 10.481 which is greater than the t table of 1.658 and the sig value of 0.000 is less than 0.5. Work motivation also has a partial influence on employee performance as evidenced by the t count of 2.710 which is greater than the t table of 1.658, the sig value of 0.008 is less than 0.5. Simultaneously, both variables have a significant influence with f count 140.381 greater than f table 3.08 and sig value 0.000 less than 0.5. The coefficient of determination (R2) value of 0.713 or 0.71 employee performance variables can be influenced by competence and work motivation.

This study aims to determine the influence of motivation on employee performance at the Regional Disaster Management Agency (BPBD) Office of Sidenreng Rappang Regency. Motivation is seen as one of the fundamental factors in human resource development because it can encourage increased work morale, effectiveness, and efficiency in carrying out employee duties and responsibilities. Highly motivated employees will be encouraged to work more disciplined, creative, and productive, so that they can make a positive contribution to the achievement of organizational goals, especially in public service and disaster management.nThis study uses a quantitative approach with a survey method. The sampling technique chosen is a saturated sample, namely all employees and honorary personnel at BPBD Sidenreng Rappang Regency are made respondents. This consideration is made because the population is relatively small so that it can be reached as a whole. The research data was collected using a questionnaire compiled based on indicators of work motivation and employee performance, then analyzed using a simple regression test to determine the relationship and influence between variables.nThe results showed that the calculated t value of 2.167 was greater than the t table of 2.048 at a significance level of 5%. This proves that there is a positive and significant influence between motivation on employee performance. Motivation contributes 15.7% to performance improvement, while the rest is influenced by other factors such as work discipline, work environment, competence, and leadership. Nevertheless, these findings emphasize that motivation continues to play an important role as the main driver of employee performance.nThus, increasing motivation through the provision of awards, incentives, and continuous coaching can be an important strategy in strengthening the quality of performance of BPBD employees in Sidenreng Rappang Regency.

This study aims to describe the transformational leadership strategy implemented in Masohi hospital and analyze its impact on the performance of human resources (HR). The research approach used is qualitative with case study design, which allows researchers to understand the phenomenon in depth in a real context. The Data was collected through in-depth interviews with eight informants, consisting of directors, field heads, room heads, and implementing staff, so that diverse perspectives were obtained from various levels of management and implementers. The data analysis process is carried out through three main stages, namely data reduction, data presentation, and conclusion/verification. The results showed that transformational leadership strategies in Masohi hospital include exemplary, inspirational motivation, innovative thinking encouragement, and attention to individual employee needs. Implementation of this strategy can improve discipline, work ethic, teamwork, and a sense of responsibility of employees in providing services to patients. In addition, it was found that the work culture built through transformational leadership can strengthen organizational commitment and improve overall service quality. However, the implementation of this strategy is not free from challenges. The obstacles that arise include complex bureaucracy, managerial competence gaps between units, as well as resistance to change among staff. This challenge requires an adaptive approach and effective communication so that the strategy can run optimally. Overall, the findings of this study confirm that transformational leadership has a positive impact on strengthening work culture and improving service quality in regional hospitals. This research is expected to be a valuable input for the development of leadership and HR management policies, not only in Masohi hospital, but also in other regional hospitals that face similar challenges.

This study examines the effectiveness of education and training programs in improving employee performance and identifies the factors influencing training outcomes at the Personnel and Human Resources Development Agency (BKPSDM) of Southwest Papua Province. A qualitative descriptive approach was employed, utilizing interviews, observations, and documentation, with key informants including the Head of BKPSDM. Data were analyzed using the interactive model of Miles et al. (2014), encompassing data condensation, data display, and conclusion drawing. Findings reveal that education and training programs at BKPSDM significantly enhanced employee performance, as evidenced by improved timeliness in task completion, increased knowledge, skills, and expertise, and notable positive changes in employee behavior and attitudes. Training outcomes were also reflected in improved workplace discipline and greater responsibility among civil servants. Evaluation of program effectiveness employed five levels: participant reaction, learning achievement, behavioral change, organizational impact, and cost-effectiveness, all of which indicated favorable results. Factors influencing training effectiveness included the relevance of training materials to employee roles, appropriate scheduling that minimized work disruption, the use of clear and supportive training methods, and the competence of instructors in delivering material effectively. These findings demonstrate that well-planned and well-delivered training programs can strengthen the capacity and professionalism of civil servants, enabling them to better fulfill governmental and developmental responsibilities while supporting overall organizational performance improvement. In addition, the study highlights the importance of continuous monitoring and feedback throughout the training process to ensure sustained improvements in employee performance. It suggests that the involvement of employees in the design and planning stages of training programs can enhance the relevance and applicability of the content, fostering greater engagement and retention of knowledge.

Religiousness in the context of religious life in Indonesia is not only seen in the diversity between religions, but also within the same religion with differences in religious beliefs and practices. Each individual or group has its own way of expressing their beliefs, which are often influenced by local cultural backgrounds and traditions. Indonesia, as a country rich in culture, has a legacy of traditions that are still embedded in people's lives, including in religious practices. In Sari Rejo Village, the funeral procession is one concrete manifestation of the fusion of religious values ​​and hereditary traditions. However, within the community there are groups who adhere to pure Islamic law, without mixing religious teachings with ancestral traditions. This difference in perspective triggers social conflict between adherents of religious law and adherents of tradition. This conflict does not stop at differences in practice, but develops into a form of social discrimination against adherents of religious law. This condition gives rise to social inequality that can disrupt the harmony of community life. This study aims to answer several main questions: (1) what is the form and meaning of funeral traditions in Sari Rejo Village? (2) why social inequality arises in these funeral ceremonies? (3) how are traditional adherents treated differently compared to adherents of religious law? (The text appears to be incomplete and should be omitted.) The research method used is qualitative, relying on primary and secondary data, and direct field observations. The results indicate that the majority of Sari Rejo residents, as adherents of tradition, tend to discriminate against adherents of religious law. This is evident in the differences in treatment, attitudes, and social acceptance of those who choose to practice their religion according to its guidance without incorporating traditional elements. These findings confirm that differences in religious practice, even within the same religion, can become a source of social inequality if not managed wisely.

Human resources are a crucial asset for organizations, as their competence and professionalism greatly influence employee performance and the achievement of organizational objectives. At the MKG Office of Region III, several performance issues have been identified, including skill mismatches, high absenteeism rates as an indicator of low professionalism, and limited adaptability to information technology systems. These challenges underscore the need for strategic human resource development. This study aims to analyze the impact of competence and professionalism on employee performance, with information technology mastery serving as a mediating variable. A quantitative research approach was applied, involving all 115 employees as respondents through questionnaires, interviews, and documentation. Path analysis was used to evaluate the relationships between the variables. The findings reveal that both competence and professionalism have a positive and significant influence on employee performance. Furthermore, these variables also positively affect information technology mastery, which in turn significantly improves performance. The analysis demonstrates that information technology mastery mediates the relationship between competence and professionalism with employee performance, indicating the importance of digital skills in modern workplaces. In conclusion, enhancing competence and professionalism, alongside strengthening information technology mastery, is essential for improving employee performance at the MKG Office of Region III. The study recommends implementing strategic human resource programs that focus on digital proficiency to support organizational effectiveness and adaptability in the digital era.

This study aims to examine the influence of competence, job placement, and work discipline on employee performance at the Samsat Office of Bima Regency. The research applies a quantitative approach using a survey method. Data were collected through questionnaires distributed to 30 civil servants selected using purposive sampling. The data analysis techniques include validity and reliability tests, multiple linear regression, t-test, and F-test. The results show that competence, placement, and work discipline each have a positive and significant influence on employee performance, both partially and simultaneously. The coefficient of determination indicates that 45.2% of the variance in performance is explained by the three variables. These findings suggest that improving employee competence through training, placing staff according to their skills, and consistently enforcing work discipline can enhance employee effectiveness and productivity. The study has important implications for human resource management in public institutions, particularly in improving service quality through better employee performance.

Employee performance, which is a reflection of their competence in completing tasks, is very important for achieving organizational goals. Therefore, improving performance is a top priority for the company.This quantitative research aims to analyze the factors that influence employee performance in the Quality Control division of PT. Hwa Seung Indonesia, Jepara. Of the total 174 employees, 121 were used as research samples selected using the Slovin formula. Data collection was carried out through questionnaires with saturated sampling techniques. The collected data was then analyzed using various statistical methods, including multiple linear regression analysis. The research results show that the variables workload, compensation (t-value 2.865), work discipline (t-value 4.707), and motivation (t-value 4.425) together have a positive and significant influence on employee performance.

This research was conducted with the aim of evaluating the extent of the professionalism of the apparatus within the Central Bangka Regency Government by examining how performance affects it, as well as evaluating the extent to which competence, motivation, and organizational culture contribute to the achievement of the performance of Government Employees with Employment Agreements (PPPK). By applying a quantitative approach and explanatory research design, data was obtained through a survey of 191 respondents, then analyzed using multiple linear regression methods and simple linear regression. The results of the analysis show that the three independent variables simultaneously or separately have a significant influence on employee performance, where organizational culture emerges as the most dominant factor. In addition, performance has been proven to make a positive and significant contribution to the formation of apparatus professionalism. These findings confirm that the level of professionalism cannot be separated from the work performance displayed, which is substantially determined by individual abilities, motivational drive, as well as the collective values that live in the organization's culture. Based on these results, the policy recommendations that can be drawn highlight the urgency to strengthen the organizational culture based on the core values of the State Civil Apparatus, encourage the development of competencies in accordance with the needs of the position, and reorganize the incentive system and performance evaluation to build a more professional and responsible bureaucracy.

Iren Mailuhu (64210645), The Influence of Competency and Work Discipline on Employee Performance at PT. PLN (Persero) Customer Service Implementation Unit (UP3) Depok PT. PLN (Persero) PT. PLN (Persero) is a company owned by the state. The task of this company is to provide electricity distribution services and organize its main service units into several parts that are appropriate to the electric power system, such as generation, transmission and distribution. PT. PLN (Persero) in managing human resources needs to pay attention to the competency and work discipline of each employee in order to produce employees who are of good quality and superior performance. This research aims to determine the influence of competence and work discipline on employee performance at PT. PLN (Persero) Customer Service Implementation Unit (UP3) Depok. The research method used is a quantitative method with data collection using saturated samples or non-probability sampling. A total of 56 respondents were sampled and the data obtained was processed using SPSS version 27 with multiple linear regression analysis techniques, The results of the analysis show that Y = 6.651, X1 = 0.625, Based on the coefficient of determination test, it was found that the two independent variables had an influence of 68.1% on employee performance.

In the increasingly competitive hospitality industry, the role of the front office has become very crucial because it is the first and last point of interaction between hotels and guests. The operational success of a hotel is largely determined by the performance of the workforce in the front office, which directly affects the first impression, guest satisfaction, and overall reputation of the hotel. This study discusses in depth the importance of the Front Office Workforce Maintenance Program at Hotel Room Inc Bandung as a human resource management strategy to improve service performance. The program covers various aspects, such as providing regular training, developing communication skills, understanding guest management, and improving employee well-being, motivation, and loyalty. The main goal of this program is to minimize turnover rates, improve workforce competence, and maintain optimal hotel service standards. Through this approach, hotels can create a conducive working atmosphere, consistent service, and a memorable stay experience for guests. The findings in this study indicate that investment in workforce maintenance directly has a positive impact on service quality and guest satisfaction, which is the key to success in the modern hospitality industry.

This study aims to evaluate the performance of administrative services in Mojoroto District, Kediri City based on the 2024 Public Satisfaction Index (IKM) Survey. Based on the survey results, all performance indicators showed very good results, with an aggregate IKM score reaching 93.12. The assessment of service quality includes employee competence, infrastructure, and service innovations such as online systems and mobile services. In addition, the timeliness of administrative processing, service effectiveness, and employee independence and work commitment were also recorded as optimal. The public gave a positive assessment of administrative services, exceeding their expectations according to the Expectancy Disconfirmation Theory (Oliver, 1980). However, there are obstacles such as disruptions to the information system, fluctuations in requests, and lack of document readiness from the public. This study contributes to improving the quality of public services, with recommendations for strengthening the IT system, managing fluctuations in requests, and increasing public awareness of the required documents. These findings are expected to be a model for effective and responsive public administration services for other sub-districts in Kediri City.

This study aims to examine the implementation of competency-based human resource management (HR) in improving employee professionalism at Devos Jok, an SME engaged in the automotive interior manufacturing sector. A descriptive qualitative approach is used to explore in depth the HR practices carried out, the challenges faced, and the impact on employee work quality. The results of the study indicate that the transformation of the HR system from an administrative pattern to a competency-based one has made a significant contribution to improving individual and organizational performance. The strategies implemented include competency-based recruitment, ongoing training, flexible payroll systems, and adaptation to digital platforms. However, challenges remain, especially in overcoming resistance to change and limited training resources. This study provides theoretical and practical contributions to the development of a competency-based SME HR system in the context of today's creative and digital industries.

This study highlights the paradigmatic shift in human resource management (HRM) in response to the complexities of globalization. Globalization has not only expanded the geographical scope of business but also reconfigured demands for competencies, technology, and cultural dynamics within organizations. Using the systematic literature review (SLR) method, this article examines adaptive HRM strategies focused on three pillars: (1) developing global competencies through cross-cultural training and digital literacy, (2) integrating technologies such as artificial intelligence (AI) in recruitment and performance evaluation, and (3) managing cultural diversity to create an inclusive work ecosystem. Analytical findings reveal that organizations with holistic HRM approaches combining strategic agility, investment in employee upskilling, and data-driven systems tend to excel in mitigating risks of global market disruptions. Critical insights emphasize that success relies not only on technology adoption but also on managerial capabilities to address cultural conflicts and facilitate cross-border collaboration. The research concludes that strategic HRM serves as a driver of organizational innovation and sustainability, with practical recommendations for companies to develop evidence-based HRM frameworks aligned with global trends. 

High quality public services are a key indicator of effective government performance. In this context, the role of employees as the frontline executors of public service delivery is crucial in determining public satisfaction and trust toward public institutions. This study aims to explore the contribution of employees in enhancing public service quality through a literature review approach. Data were collected from various scholarly sources, including journals, books, and research reports related to public service and human resource management in the public sector. The findings indicate that the quality of public services is significantly influenced by several employee-related factors, such as competence, work ethics, integrity, innovation, and adaptability to technology and evolving public needs. Furthermore, organizational culture and leadership style also play a supportive role in reinforcing employees' contributions to excellent service delivery. This study emphasizes the importance of strengthening employee capacity through continuous training, performance evaluation, and the creation of a work environment that promotes accountability and professionalism.

This study explores leadership psychology within the context of education, focusing on the relationship between leadership styles, psychological empowerment, and organizational performance. Using a literature review method, the findings reveal that leadership styles such as transformational, democratic, and situational have a significant impact on creating a supportive and collaborative work environment. Effective leadership fosters psychological empowerment by enhancing employees' sense of meaning, competence, self-determination, and influence. This, in turn, directly contributes to increased motivation, job satisfaction, and overall performance within educational institutions. Therefore, a psychological approach to leadership is a crucial element in building competitive and adaptable educational organizations.

This study aims to determine the effect of training, compensation, and work facilities on employee performance at the Regional Disaster Management Agency (BPBD) of Langsa City. The approach used in this research is quantitative, with a population of 156 employees. The sample determination in this study is a random sampling technique, and the calculation uses the Slovin formula with an error rate of 5% (0.05), so that the number of respondents in this study is 112 people. The data analysis method used is multiple linear regression, t test for partial analysis, F test for simultaneous analysis, and the coefficient of determination test (Adjusted R²). So from the results of multiple linear regression, the equation Y = 10.491 + 0.247X₁ + 0.275X₂ + 0.255X₃ is obtained. Thus, based on the t-test results, it shows that training has a significant value (t sig.) of 0.000 < 0.05, compensation of 0.001 < 0.05, and work facilities of 0.012 < 0.05. This result indicates that training, compensation, and work facilities significantly affect employee performance at BPBD Langsa City. Furthermore, the F test results show a significant value (F sig.) of 0.000 < 0.05, which explains that training, compensation, and work facilities simultaneously significantly influence employee performance. The coefficient of determination test (Adjusted R²) produces a value of 0.336, which indicates that the variables of training, compensation, and work facilities affect employee performance by 33.6%. The remaining 66.4% is influenced by other variables not included in this study, such as occupational safety and health (OHS), work stress, work experience, competence, workload, job satisfaction, work culture, work discipline and external organisational factors.

This study aims to analyze human resource development (HRD) in improving employee performance at PT. Weelim Indo Perkasa. Effective HRD development is considered an important factor in improving employee productivity and work quality, which in turn has an impact on the success of the company. The research method used is a quantitative approach with descriptive analysis to describe the relationship between HRD development programs and employee performance. The results of the study indicate that structured training, ongoing performance evaluation, and employee empowerment can improve employee competence and motivation, which have a positive impact on their performance. In addition, the implementation of a fair reward system and improvement of work infrastructure have also been shown to contribute significantly to improving performance. This study suggests that companies continue to develop more integrated HRD development policies and programs, and pay attention to employee retention aspects to achieve more optimal long-term goals. Thus, ongoing HRD development is the key to improving employee performance and company progress.